Ground to air

Kevin Meagher is depending on IP for take-off round the world

As an air group captain, Kevin Meagher expected precision from the combat jets under his command. When he left the RAF, he wondered whether the same degree of control could be brought to managing security in the home. It is an idea that has just won him the prize for innovation at the European Business Awards from a shortlist including BT and Daimler.

Eight years ago, he felt that alarm systems in the home were too crude. All you got was a call saying that an event had happened; nothing more. What about managing security sensors over the web, he asked. 'By linking alarms to a server, you could tell people specifically that someone had gone into the living room.'

The principle is much the same as the Harriers on which Meagher used to work as an engineer. All the plane's functions are integrated via a computer. However, while fighter pilots might be familiar with such control, the security industry is not.

'We have a proposition that offers twice the service for half the price,' says Meagher. Because the system can track any movement, it has other applications as well. If you have an elderly relative, you can see if they are up and about. If you are running a shop, you can check whether it has opened on time.

Ultimately, Meagher wants to be able to offer complete control of a property from a mobile phone. 'You can click a button on a web page to switch applications on and off remotely. That's where we are going.'

For his business, Intamac, Meagher has adopted a model of licensing software to leading players in telecoms, insurance and utilities. This year, turnover is approaching £2m and Meagher now employs 30 people in Northampton with satellite offices in North America, Australia and Korea.

The complication is that web-based applications are hard to protect. You cannot make a general claim for being novel or innovative. 'Instead, you have to get your teeth into why you are cheaper, faster and better in how you have stitched it together,' says Meagher. 'Cherry-pick the key links in the chain. Cover the pieces that are unique and specific.'

So far Intamac has two patents and is waiting for another three to be granted. More are in development. Before Meagher commits himself to an application, he always asks his technical team if they can find a way around an idea. 'If it takes them ten minutes, it is not worth filing. You have to make your competitors go the long way round.'

In licensing the technology, major suppliers like BT are always nervous about taking a product to market and then finding someone else has the rights. 'They live in fear of litigation. You have to do your groundwork and make sure no-one can block you.'

In response to a tender in the US, Meagher has just spent £18,000 on checking that Intamac will not infringe any one of 110 patents. 'For us, it has not been a wasted exercise. We now have an instant understanding of all the patents affecting our technology in the US.'

As well as being sure of his defence in pitching for contracts in the US, Meagher is also taking a more aggressive approach. 'Unlike the UK, you can protect your code through patents. By starting to file them, we have announced our presence in the US and can stop anyone taking our ideas back to Europe.'

One of the lessons that Meagher has learnt about IP is to always consider the international rights. On one of his early patents, he chose to file only in the UK. 'We didn't have the budget. You can't afford to over-invest in any area of the business. It is a delicate balance. But if you do nothing from day one as a technology company, then you are a fool. You will have no credibility. There will be nothing new or novel about you.'

Alongside his patents, Meagher has started to invest in trade marks. So far, he has filed five and just won his first case against a competitor. 'Two people can have the same idea. If you register first, then you win the day.'

For Meagher, the priority now is to scale up the business through global partners and he is just raising £3m in North America. 'IP is integral to all these plans,' he concludes.